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We're good! Okay, hello, welcome to the end of RailsConf.
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My name is Sumeet Jain, and I'm the Development Director at Unabridged Software. I'm going to talk to you today about leveling up teams.
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This conversation about leveling up teams has been ongoing for a long time, especially since the rise of coding schools.
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We have repeatedly seen, over the years, and particularly over the past three days, a constant stream of ideas suggesting that we should value mentorship.
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That said, I don't think anyone disagrees with that. Did anybody come to RailsConf thinking mentorship is worthless?
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Luckily, over the past three days, you've likely been convinced that mentorship is indeed a good thing.
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Still, I'd argue that life is harder for junior developers now than it perhaps ever has been.
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So, there is some disconnect somewhere. What’s the issue? Are we lying, or do we secretly dislike mentorship?
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I would assert that some of us do. There’s a prevalent idea among many developers that our skill lies not in Ruby or SQL or JavaScript.
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Instead, our skill is that, given enough time, we can solve any problem independently.
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So when we see other developers needing active mentorship to solve the same problems, it can feel almost offensive.
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Thus, for those forming a mentorship program at your company, consider that this attitude might exist among your developers: the notion that they shouldn't need mentorship.
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While this may represent a small minority, it’s essential to recognize that most of us simply don’t know how to mentor.
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There's a hopeful assumption that mentorship skills are innate; as long as you've been in the field long enough and are good at your job, these skills will come naturally.
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But that’s not the case—mentorship skills are not intuitive skills.
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Sometimes the very things you believe are valuable for mentoring junior developers may be far from it. Given that these skills aren't intuitive, I thought it would be worthwhile to discuss concrete actions you can take to become a better mentor over time.
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These aren’t value judgments—many of these tactics may not be useful for you at all. Some of you might find none of them useful.
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So, you might feel tricked into being here, but since you are, let's dive in!
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Ultimately, I hope you will consider these ideas critically rather than just accepting that mentorship is good and allowing that idea to simmer.
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This passive reliance on the notion that valuing mentorship will make you better at it is about as useful as assuming you’re going to pick up new skills passively.
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Every time you see a fun picture, that’s a tactic coming up! The first one is to encourage many questions being asked in whichever channels your team uses for queries.
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I would suggest establishing a codified format for posing those questions. The pattern I have in mind is something implicit already.
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You can ‘lint’ a question just as you would lint your Ruby, JSON, or any other code.
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The most effective pattern I believe for asking questions is similar to those found in unit tests, which you probably expect, as they are part of every test you’ve ever written.
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Codify it: write it down and let your team members know how we ask questions. For example: What are you trying to accomplish? Give me the steps.
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What did you expect to happen, and then what actually happened? This isn't a revelation for most of you, I would assume.
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The idea of enforcing a format for questions before answering has power.
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Firstly, it enables the questioner to methodically understand their question. Why are they struggling? Now they have to spell it out.
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Sometimes, they may even arrive at the answer before finishing their question.
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Secondly, it gives you, the mentor or answerer, a way to assist without jumping straight to the answer.
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You’re helping them formulate their question, which can often pose a challenge.
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As you guide them through this process, you're being helpful and mentoring, without skipping to the end and giving them an easy answer.
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Now as for slack usage, it's a bit controversial today, especially since we often find ourselves distracted.
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However, if you're using a channel for frequent communication that allows private messages, I suggest a rule: you cannot have technical conversations in slack DMs.
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If you have a technical question of some kind, put it in a public or team channel where everyone can see it.
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Doing this has multiple benefits. Firstly, it exposes the maximum knowledge available, allowing painful issues to surface.
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There's a good chance others have the same question, which can prevent redundant queries.
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Secondly, for team leads or in leadership positions, you'll gain insight into the most frequently asked questions.
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This can illuminate pain points worth addressing, whether through documentation or operational changes.
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If you don’t enforce this rule, your more insecure developers, who need help the most, will reach out privately, preventing you from seeing their struggles.
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There's a sentiment about stupid questions that’s so pervasive that you might predict it without my assistance.
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This advice often serves to reassure newcomers in any industry. However, I would argue this is a misunderstanding.
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Yes, there are indeed stupid questions, primarily because asking them can make the asker feel foolish.
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This doesn't mean the question itself is inherently silly, but when someone feels they can't ask for fear of ridicule, it becomes an issue.
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As humans, our egos play a role here. So instead of merely repeating that there are no stupid questions, we should provide a safe space for all questions.
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Many people refrain from asking questions because the channels are not anonymous, especially for those they feel insecure about.
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This can cause feelings of inadequacy, particularly when overhearing more experienced developers discuss technical matters.
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To remedy this, consider how to create an outlet for questions.
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Perhaps set up an anonymous forum or an IRC where developers can ask whatever questions they need without fear of judgment.
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Train your developers on how to access Ruby on Rails channels to engage with developers who can help.
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This creates a refuge where developers can seek assistance without the anxiety of being exposed.
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Remember, your company isn't off the hook; that doesn't excuse creating a culture where people feel bad about asking questions.
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But at the very least, it gives your developers an outlet when they struggle to muster the courage to ask more conventional questions.
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Let’s adjust perspective on a misconception often held by senior developers.
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Senior developers sometimes mistakenly think junior developers struggle due to a lack of programming knowledge.
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When juniors and seniors collaborate, the seniors may assume their explanations should concern code or technicalities.
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This misdiagnosis can be quite frustrating for junior developers as they may possess sufficient coding knowledge.
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However, they often lack business knowledge and familiarity with tooling.
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For instance, consider paths for resolving issues when the problem is code.
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You can Google it, find Stack Overflow answers, or even use trial and error.
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But when your issue lies in eight different classes and you understand them all, yet can't solve the problem, what do you do?
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It becomes frustrating when you know a bug resulted from a form submission three months ago, yet you can't access the logs.
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It feels as though you’ve learned what you need, but this additional intricate knowledge is what's holding you back.
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Business acumen and tooling knowledge tend to reside in the minds of senior developers and are often opaque to junior developers.
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This knowledge is why we’re often so desperate to retain our senior developers.
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We recognize that while coding knowledge is critical, it’s also among the first skills one becomes proficient at.
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However, there’s no magic solution to this ongoing issue.
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But there are tactics that may help, the first being to consider removing or at least documenting the abstractions in your application.
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New developers might not be familiar with anything beyond what is commonly referred to as the Rails way.
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If your application is filled with patterns or abstractions that alter the typical way forms are handled, a new developer will quickly get frustrated.
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For instance, telling a junior developer to add an update action to a crud resource might seem straightforward to you, but they may find that everything looks unfamiliar.
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You might have a layer of abstraction in your application that drastically changes how ActiveRecord operates, and this was never communicated clearly.
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As a result, the process becomes frustrating and fosters self-doubt in your junior developers.
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These tools and patterns designed to ease the load for senior developers aren't inherently bad, but they require discussion.
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If you decide to retain abstractions, at least make sure to educate new developers on the changes implemented.
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Consider documenting your complex systems with domain-level documentation, making macro intent explicit.
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While it’s easy for me to stand here and say you should document everything, I recognize it’s a daunting task.
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Searching for the perfect structure can delay or even prevent documentation.
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Instead, try recording screencasts as documentation. Take five minutes, explain the classes, and store the videos without worrying about organization.
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Just focus on getting your thoughts recorded, and organizing them can come later.
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Let your developers benefit from the equity of investing in their learning with pair programming.
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Pair programming can be a great technique if it works; it can sometimes provide invaluable insights.
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However, it may not always be practical, particularly if there's a large skill gap between developers.
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In some cases, it might be more beneficial for a junior developer to spend time observing and absorbing information from the more experienced developer.
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Allow junior developers to watch senior developers at work instead of forcing equal collaboration, especially if the gap is significant.
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They can pick up skills in technical documentation usage, how to organize screens, and expert debugging processes.
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Sometimes, experienced developers don’t realize how much they’ve internalized and may not have the awareness to teach it.
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As junior developers sit next to them, they might notice insights through observation they would have missed otherwise.
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Amidst most discussions on training and mentorship, it's essential to keep in mind what happens afterward.
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Once you've leveled up your team, focus on retaining that talent.
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These are big topics, so tactics for fostering a growth environment could fill an entire conference.
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Nevertheless, consider affirming the hires that you made. The field we've chosen is challenging.
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Every day, we tackle problems slightly beyond our abilities only to find solutions.
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However, junior developers often face even steeper challenges, struggling with an overwhelming sense of self-doubt.
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If you ignore this subtle fear and rely solely on body language, you’re overlooking part of the team dynamic.
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In your one-on-ones with more insecure new hires, simply saying “you were a good hire” can make a significant difference.
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Reassuring them that they belong within the team fosters an environment where they can thrive.
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At the same time, actively combat their fears about being replaced by more competent individuals.
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To illustrate a broader challenge, let me paint a picture: imagine a team of five developers, a boss, three experienced developers, and one new hire.
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Typically, there’s a lot of chit-chat and sharing of jokes throughout the day.
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Now imagine all three experienced developers feel comfortable engaging while the junior developer remains an outsider.
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The junior developer might hesitate to join, fearing that enjoying the social aspect would reveal their struggles with productivity.
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They might not want to appear as if they are slacking off, wanting to mirror the boss's ‘heads-down’ approach.
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So how do we address this? Solid design around communication on your team.
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Encouraging breaks, making it clear that downtime is part of the day's work is vital.
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Some teams are naturally good at establishing this ethos, while others may need to explicitly communicate those expectations.
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However, more importantly, if you, as a boss or manager, are working heads down, that sets the culture of the team.
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Consider adding time to your calendar daily to engage with your team, take breaks together, and foster social bonds.
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Investment time has garnered significant attention, and while I have an article that covers it in more detail, here's a quick overview.
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Sometimes teams squander opportunities to maximize investment time.
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Often, discussions center around types of extracurricular work.
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Commonly, this notion revolves around lunches where someone shares a bit on frameworks.
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However, developers don't need extra breadth; they are inundated with options already.
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What they lack is depth in an efficient manner.
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Instead of just enhancing knowledge margins, give developers a project that encourages depth.
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Ideally, a lengthy project with open-ended goals offers them breathing room to navigate.
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Let them have ownership of something, without senior developers hovering constantly; that's how depth is built.
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By positioning the juniors in responsibilities normally reserved for more senior roles, they are positioned to grow.
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Continuous effort toward empowering developers is essential if you want to keep them engaged and develop further.
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Additionally, consider encouraging your team members to document their journeys. When one implements something new, they can share their story.
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If one implements Elasticsearch in your application, for instance, they may write a blog post detailing their experience.
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This process offers numerous benefits, forcing them to reflect on and digest what they learned.
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Moreover, when more senior developers review these pieces, they can help point out gaps in the knowledge shared.
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Ultimately, this can improve internal documentation and foster a stronger understanding of the frameworks being used.
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Lastly, it's beneficial to facilitate growth in your developer's authority within the community.
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Encourage speaking at conferences and writing tutorials; doing so builds personal brands and elevates your company’s perception.
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The respect generated from sharing knowledge can elevate your company's profile in the tech industry.
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Bear in mind: engineers are adept at discerning patterns. The way meetings are managed likely reflects experiences from past roles.
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Therefore, if developers aspire to become tech leads, offer opportunities to observe meetings and grasp their mechanics.
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This gradual exposure can propel them into mentorship roles effectively, allowing for a smoother transition.
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At the end of the day, remember that this isn't about providing a playbook to enact mentorship.
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Instead of seeking straight answers, ask your team what aspects might be beneficial for them.
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Your junior developers are probably more competent than you realize; providing support while listening is key.
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Neglecting to acknowledge their input can lead to confusion and frustration. Engaging with their queries only strengthens mentorship efforts.
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Listening attentively will yield better outcomes for both the junior developers and the team as a whole.
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In summary, implementing the tactics discussed can improve your mentorship effectiveness and serve your junior developers well.
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With that, I'm looking forward to potential discussions on implementing some of these ideas.
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Although I do not have a specific structure formed, I have a chart outlining the tactics I've discussed here.
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Visit my website for the full table, where you can interactively see how these tactics correlate with their expected values.
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As I conclude, I invite you to reflect on how these ideas could fit into your mentorship strategy moving forward.
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Thank you, and if you have further questions feel free to tweet at me. I'm Sumeet Jain, Development Director at Unabridged Software.
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We are based in Omaha, Nebraska. If you’re interested in hiring or consulting, let me know. I would be delighted to assist you.
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That’s all I've got for today. Thank you!
